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The Western Leadership Style

 Group NO 1
 Presented To Sir Nadir
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1. DESCRIBE the basic philosophic foundation and styles of

western leadership

2. EXAMINE the attitudes of European/ western leaders

toward leadership practices recent, research and findings
regarding leadership in west
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Foundation for Leadership

Philosophical Background:
Theories X, Y, and Z
 A manager who believes
Theory
Theory XX Manager
Manager that people are basically
lazy and that coercion and
threats of punishment often
are necessary to get them
to work.
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Foundation for Leadership

Philosophical Background:
Theories X, Y, and Z
 A manager who believes
Theory
Theory XX Manager
Manager that under the right
conditions people not only
Theory
Theory YY Manager
Manager will work hard but will seek
increased responsibility and
challenge.
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Foundation for Leadership

Philosophical Background:
Theories X, Y, and Z
 A manager who believes
Theory
Theory XX Manager
Manager that workers seek
opportunities to participate
Theory
Theory YY Manager
Manager in management and are
motivated by teamwork and
responsibility sharing.
Theory
Theory ZZ Manager
Manager
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Foundation for Leadership

Leadership Behaviors
and Styles
The use of work-centered
Authoritarian
Authoritarian behavior designed to ensure
Leadership
Leadership task accomplishment.
The use of work-centered
Paternalistic
Paternalistic behavior coupled with a
Leadership
Leadership protective employee centered
concern.
The use of both work- or task-
Participative
Participative centered and people centered
Leadership
Leadership approaches to leading
subordinates.
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Leader–Subordinate Interactions in west

Authoritarian Leader

Subordinate Subordinate Subordinate

One-way downward flow of information

and influence from authoritarian leader
to subordinates.

.
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Leader–Subordinate Interactions

Paternalistic Leader

Subordinate Subordinate Subordinate

Continual interaction and exchange of

information and influence between
leader and subordinates.
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Leader–Subordinate Interactions

Participative Leader

Subordinate Subordinate Subordinate

Continual interaction and exchange of

information and influence between
leader and subordinates.

n
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Leadership in western countries

How do leaders in western countries attempt to

direct or influence their subordinates?

Research shows that there are both similarities and

differences – most international research on leadership
has focused on Europe, East Asia, the Middle East,
and developing countries such as India, Peru, Chile,
and Argentina.
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Leadership in western country

Attitudes of European European managers tend to use a
participative approach. Researchers
Managers Toward investigated four areas relevant to
Leadership Practices leadership.

Capacity
Capacity for
for Leadership
Leadership Does the leader believe that employees
and prefer to be directed and have little
and Initiative
Initiative
ambition? (Theory X)
OR
Does the leader believe that characteristics
such as initiative can be acquired by most
people regardless of their inborn traits and
abilities? (Theory Y)
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Leadership in the International Context

Attitudes of European Most evidence indicates European
managers tend to use a participative
Managers Toward approach. Researchers investigated
Leadership Practices four areas relevant to leadership.

Capacity
Capacity for
for Leadership
Leadership Does the leader believe that detailed,
and complete instructions should be given to
and Initiative
Initiative
subordinates and that subordinates need only
Sharing
Sharing Information
Information this information to do their jobs?
and
and Objectives
Objectives OR
Does the leader believe that general
directions are sufficient and that
subordinates can use their initiative in
working out the details?
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Leadership in the International Context

Attitudes of European Most evidence indicates European
managers tend to use a participative
Managers Toward approach. Researchers investigated
Leadership Practices four areas relevant to leadership.

Capacity
Capacity for
for Leadership
Leadership Does the leader support participative
and leadership practices?
and Initiative
Initiative
Sharing
Sharing Information
Information
and
and Objectives
Objectives

Participation
Participation
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Leadership in western countries

Attitudes of European Most evidence indicates European
managers tend to use a participative
Managers Toward approach. Researchers investigated
Leadership Practices four areas relevant to leadership.

Capacity
Capacity for
for Leadership
Leadership Does the leader believe that the most
and effective way to control employees is
and Initiative
Initiative
through rewards and punishment?
Sharing
Sharing Information
Information OR
and
and Objectives
Objectives
Does the leader believe that employees
Participation respond best to internally generated control?
Participation

Internal
Internal Control
Control
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(Believe workers have more initiative,

more autocratic, more external rewards)

Theory _y
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Leadership in western countries

Attitudes of European The Role of Level, Size, and
Managers Toward Age on European Managers’
Leadership Practices Attitudes Toward Leadership
 Higher-level managers tend to express more democratic
values than lower-level managers in some countries – in
other countries, the opposite was true
 Company size tends to influence the degree of
participative-autocratic attitudes
 Younger managers were more likely to have democratic
values when it came to capacity for leadership and
initiative and to sharing information and objectives
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Leadership in the International Context

Attitudes of European
Conclusion About European
Managers Toward
Leadership Practices
Leadership Practices
 Most European managers tend to reflect more
participative and democratic attitudes – but not in every
country
 Organizational level, company size, and age seem to
greatly influence attitudes toward leadership
 Many of the young people in this study now are middle-
aged – European managers in general are highly likely
to be more participative than their older counterparts of
the 1960s and 1970s
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Productivity of western countries Groups with High-Achievement

Motivation under Different Leadership Styles
80

50

Productivity
—— Leadership Style
(high task, high people)
—— M Leadership Style
(low task, high people)
—— Leadership Style
(high task, low people)
0
—— Leadership Style
1 2 3 4 5 6 7
(low task, low people)
Sessions

.
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Leadership in western countries

Leadership in China
 Importance that the respondents in one study assigned to three areas:

Measured by importance of self sufficiency and

Individualism
Individualism personal accomplishments

Measured by willingness to subordinate personal

Collectivism
Collectivism goals to those of the work group with an
emphasis on sharing and group harmony
Measured by the importance of societal harmony,
Confucianism
Confucianism virtuous interpersonal behavior, and personal and
interpersonal harmony
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Recent Findings and Insights About western

Leadership
Leader Behavior, Leader
Effectiveness, and Leading Teams
 One of the keys to successful global leadership is
knowing what style and behavior works best in a given
culture and adapting appropriately
 In affective cultures, such as the United States, leaders
tend to exhibit their emotions
 Inneutral cultures, such as Japan and China, leaders
do not tend to show their emotions
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Recent Findings and Insights About Western

Leadership
Ethically Responsible
Global Leadership
Linking leadership and corporate responsibility
through “responsible global leadership”
 Values Based Leadership
 Ethical Decision Making
 Quality Stakeholder Relationships

According to this view, western leadership is based on core

values and credos that reflect principled business and leadership
practices, high levels of ethical and moral behavior, and a set of
shared ideals that advance organizational and societal well-being.
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Recent Findings and Insights About Western

Leadership
Entrepreneurial
Leadership and Mindset
Key personal characteristics of entrepreneurs
and strong leaders
 They are opportunity seekers and are comfortable with
failure, rebounding quickly to pursue another
opportunity
 They are characterized as adventurous, ambitious,
energetic, domineering, and self-confident
Entrepreneurial leaders operating internationally must possess cultural
sensitivity, international vision, and global mindset to effectively lead
their venture through challenges of doing business in other countries.
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Presented by

 Muhammad Faisal
 Ayaz Qadir
 Rabia Bibi

 Thanks